Resource Configuration in Family Firms: Linking Resources, Strategic Planning and Technological Opportunities to Performance

By K. Eddleston, Franz Willi Kellermanns, R. Sarathy. 2007

603 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/2025da08a4e6a2dbb15723706808868d83a50f7c

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Citations in the corpus

A Configurational Approach of the Relationship Between Entrepreneurial Orientation and Growth of Family Firms (2010, background): “…because of family businesses possessing characteristics that influence the EO–performance relationship, such as long-term and survival orientation (Eddleston et al., 2008; James, 1999), greater aversion toward risk (Gomez-Mejia, Hynes, Nunez-Nickel, & MoyanoFuentes, 2007; Naldi et al., 2007;…”
Get It Together! Synergistic Effects of Causal and Effectual Decision-Making Logics on Venture Performance (2018, methodology): “The measurement of the dependent variable was adapted from Eddleston, Kellermanns, and Sarathy (2008).”
A portfolio perspective on entrepreneurship and economic development (2015, neutral): “In a similar vein, Eddleston et al. (2008) have provided evidence of efficiencies and productivity enhancements within family firms.”
International Diversification (2012, background): “Family firms often have longer time horizons than non-family firms because the current generation owners feel an obligation to preserve wealth for the next generation (casson 1999; chrisman et al. 2005; Bruton et al. 2008; eddleston et al. 2008).”
The Resource‐Based View in Entrepreneurship: A Content‐Analytical Comparison of Researchers' and Entrepreneurs' Views (2016, background): “For example, family firms may focus on nonfinancial goals in addition to performance advantages such as economic value creation (Eddleston, Kellermanns, and Sarathy 2008), and these goals can further vary based on the life cycle stage the firm is in (Hoy and Sharma 2010).”
Institutions Behind Family Ownership and Control in Large Firms (2010, background): “4 Previous studies using this data source have appeared in reputable journals such as the American Economic Review (Faccio et al., 2001) and Journal of Financial Economics (Claessens et al.”
Family firms: A research agenda and publication guide (2011, neutral): “Eddleston & Kellermanns, 2007; Eddleston et al., in press; Zahra, Hayton, Neubaum, Dibrell, & Craig, 2008). M. Wright, F.W. Kellermanns / Journal of Family Business Strategy 2 (2011) 187–198 191”
Organizational learning and entrepreneurship in family firms: exploring the moderating effect of ownership and cohesion (2012, background): “The second was company size, measured by the natural logarithm of the company’s full-time employees ( Eddleston et al. 2008 ).”
Stewardship vs. Stagnation: An Empirical Comparison of Small Family and Non‐Family Businesses* (2007, background): “Another concern of many FOBs is reputation in the market, as that too is a resource that enhances the very long-term robustness of a business (Barney, 1991; Eddleston et al., 2008; James, 2006; Morris et al., 1997).”
Turning Agents into Psychological Principals: Aligning Interests of Non‐Owners Through Psychological Ownership (2013, neutral): “We asked respondents to rate their company's current performance compared to their competitors in five areas: growth in sales, growth in market share, growth in profits, job creation, and growth in profitability (adapted from Dess & Robinson, 1984; Eddleston et al., 2008).”